The purpose of this article is to explore the micropolitics of middle managers in influencing the development and outcome of a centre-led change initiative. This study was empirically based on a novel context in a Malaysia based multinational company (MNC) and four of its Asian subsidiaries. This qualitative study was conducted through a multiple embedded case study approach. The findings demonstrate that middle managers have within their powers to influence the development and eventually the outcome of change. This was achieved through control of middle managers on resources such as business knowledge and networking in influencing the meaning of change itself. This article allows the authors to investigate an in-depth exploration of how subsidiary managers operate. It contributes to the change literature by expanding the knowledge about the tight coupling between power and politics of organizational sensemaking.

Empirical evidence has emphasized the need for more research to uncover why does change fail and what can organizations do to improve their success rate. The purpose of this article is to provide an in-depth assessment on the implementation of centre-led change initiative in a novel empirical study in a Malaysian-based multinational enterprise (MNE). This study is based on multiple embedded case studies of four subsidiaries of a Malaysian-based MNE. This study urges centre managers tasked with implementing strategic change initiatives to emphasize the behavioral aspect of those involved in change throughout the entire development stage of the change. Any negative cues from change recipients need to be addressed and attended to as quickly as possible. This study is based on a section within the larger context of the MNE which is being researched. The study contributes to the literature of organizational sensemaking in change by extending the knowledge of new sensemaking forms namely communication intensity and resolution to barriers. This study also contributes to the empirical literature in change by providing an in-depth account of a Malaysian based MNE journey in implementing centre-led change initiatives.

In the general IB literature, the processes or dynamics of micro-political behaviors of center-led change initiatives are areas of limited research; little is known about the managers' interplay within. In this article, we demonstrate some of the patterns of interaction enacted by center and subsidiary managers involved in center-led change initiatives and how they influence the development and outcome of those initiatives. This article contributes to the sensemaking in change literature by illustrating detailed accounts of how the interplay between center and subsidiary managers determine the outcome of change initiatives. This multiple embedded case study performed at a mobile network operator MNE suggests that early subsidiary's involvement is key to ensure a strong buy-in throughout the development stage of the change initiative. The subsidiary that adopts the most center-led initiatives displays intense sensemaking by managers at both the center-subsidiary and at the subsidiary level. In the subsidiary that goes beyond adoption and into the realm of adaptation, high levels of organizational sensemaking and sensegiving were happening at the same time. Sensemaking and sensegiving were active even at the subsidiary-tosubsidiary manager level. Center managers should consider stronger and deeper sensegiving at the development initiatives stage. This study suggests that the center-led initiatives' outcome mostly depends on the center managers' role and guidance throughout the critical development stage.

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